DOC PREVIEW
WVU CS 430 - Project Scheduling and Tracking

This preview shows page 1-2-3 out of 9 pages.

Save
View full document
View full document
Premium Document
Do you want full access? Go Premium and unlock all 9 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 9 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 9 pages.
Access to all documents
Download any document
Ad free experience
Premium Document
Do you want full access? Go Premium and unlock all 9 pages.
Access to all documents
Download any document
Ad free experience

Unformatted text preview:

WVU LDCSEEWVU LDCSEECS 430CS 430CS 430CS 430Project Scheduling and TrackingProject Scheduling and Trackingcopyright © 1996, 2001, 2005R.S. Pressman & Associates, Inc.For University Use OnlyThese courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 6/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001, 20051May be reproduced ONLY for student use at the university levelwhen used in conjunction with Software Engineering: A Practitioner's Approach.Any other reproduction or use is expressly prohibited.Why Are Projects Late?Why Are Projects Late? an unrealistic deadline established by someone outside the an unrealistic deadline established by someone outside the software development groupsoftware development group changing customer requirements that are not reflected in changing customer requirements that are not reflected in schedule changes;schedule changes;gg an honest underestimate of the amount of effort and/or the an honest underestimate of the amount of effort and/or the number of resources that will be required to do the job;number of resources that will be required to do the job; predictable and/or unpredictable risks that were not considered predictable and/or unpredictable risks that were not considered when the project commenced;when the project commenced; technical difficulties that could not have been foreseen in technical difficulties that could not have been foreseen in advance;advance; human difficulties that could not have been foreseen in advance;human difficulties that could not have been foreseen in advance; miscommunication among project staff that results in delays;miscommunication among project staff that results in delays;These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 6/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001, 20052gp j ygp j y a failure by project management to recognize that the project is a failure by project management to recognize that the project is falling behind schedule and a lack of action to correct the falling behind schedule and a lack of action to correct the problemproblemScheduling PrinciplesScheduling Principles compartmentalizationcompartmentalization——define distinct tasksdefine distinct tasksinterdependencyinterdependency——indicate task interrelationshipindicate task interrelationshipinterdependencyinterdependencyindicate task interrelationship indicate task interrelationship  effort validationeffort validation——be sure resources are availablebe sure resources are available defined responsibilitiesdefined responsibilities——people must be assignedpeople must be assigned defined outcomesdefined outcomes——each task must have an outputeach task must have an output defined milestonesdefined milestones——review for qualityreview for qualityThese courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 6/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001, 20053Effort and Delivery TimeEffort and Delivery TimeEffort CostImpossible regionEdEoEa = m ( td4/ta4)Ea = effort in person-months td = nominal delivery time for schedule to = optimal development time (in terms of cost) ta = actual delivery time desired These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 6/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001, 20054tdTmin = 0.75Tdtodevelopment timeEffort AllocationEffort Allocation4040--50%50% “front end” activities“front end” activitiescustomer communicationcustomer communicationcustomer communicationcustomer communication analysisanalysis designdesign review and modificationreview and modification construction activitiesconstruction activities coding or code generationcoding or code generationtesting and installationtesting and installation1515--20%20%These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 6/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001, 200553030--40%40%testing and installationtesting and installation unit, integrationunit, integration whitewhite--box, black boxbox, black box regression regression Defining Task SetsDefining Task Sets determine type of projectdetermine type of projectassess the degree of rigor requiredassess the degree of rigor requiredassess the degree of rigor requiredassess the degree of rigor required identify adaptation criteriaidentify adaptation criteria select appropriate software engineering tasksselect appropriate software engineering tasksThese courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 6/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001, 20056Task Set RefinementTask Set Refinement1.1 Concept scoping determines the overall scope of the project.Tkdfiiti Tk11C tS iTask definition: Task 1.1 Concept Scoping 1.1.1 Identify need, benefits and potential customers;1.1.2 Define desired output/control and input events that drive the application;Begin Task 1.1.21.1.2.1 FTR: Review written description of needFTR indicates that a formal technical review (Chapter 26) is to be conducted.1.1.2.2 Derive a list of customer visible outputs/inputs1.1.2.3 FTR: Review outputs/inputs with customer and revise as required;endtask Task 1.1.21.1.3 Define the functionality/behavior for each major function;Begin Task 1.1.31.1.3.1 FTR: Review output and input data objects derived in task 1.1.2;These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 6/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001, 200571.1.3.2 Derive a model of functions/behaviors;1.1.3.3 FTR: Review functions/behaviors with customer and revise as required;endtask Task 1.1.31.1.4 Isolate those elements of the technology to be implemented in software; 1.1.5 Research availability of existing software;1.1.6


View Full Document

WVU CS 430 - Project Scheduling and Tracking

Documents in this Course
Lecture

Lecture

28 pages

Design

Design

27 pages

Load more
Download Project Scheduling and Tracking
Our administrator received your request to download this document. We will send you the file to your email shortly.
Loading Unlocking...
Login

Join to view Project Scheduling and Tracking and access 3M+ class-specific study document.

or
We will never post anything without your permission.
Don't have an account?
Sign Up

Join to view Project Scheduling and Tracking 2 2 and access 3M+ class-specific study document.

or

By creating an account you agree to our Privacy Policy and Terms Of Use

Already a member?